Aplicación de técnicas Lean Construction a través de un método de Action Research en los procesos de gestión de una empresa constructora

  1. M. Fernández Vázquez-Noguerol
  2. M. Rodríguez-García
  3. J.C. Prado-Prado
Revista:
Dirección y organización: Revista de dirección, organización y administración de empresas

ISSN: 1132-175X

Ano de publicación: 2018

Número: 65

Páxinas: 90-103

Tipo: Artigo

DOI: 10.37610/DYO.V0I65.530 DIALNET GOOGLE SCHOLAR lock_openAcceso aberto editor

Outras publicacións en: Dirección y organización: Revista de dirección, organización y administración de empresas

Resumo

En este artículo, se desarrolla un método de Action Research para implementar técnicas de Lean Construction en los procesos de gestión de una empresa constructora. A través de la creación de equipos formados por profesionales de distintas áreas, se busca definir e implementar diferentes mejoras. Nuestra investigación se divide en tres fases: captación de datos, definición de las líneas de actuación e implementación y seguimiento del plan de actuación. Los resultados de nuestro estudio sugieren que la colaboración entre los diferentes departamentos ayuda a lograr un cambio empresarial significativo y a potenciar la implementación de la filosofía Lean Construction.

Referencias bibliográficas

  • 1. Aguilar, G. E., & Hewage, K. N. (2013). IT based system for construction safety management and monitoring: C-RTICS 2. Automation in Construction, 35, 217-228.
  • 2. Alshawi, M., & Ingirige, B. (2003). Web-enabled project management: an emerging paradigm in construction. Automation in construction, 12(4), 349-364.
  • 3. Azambuja, M., & O’Brien, W. J. (2009). Construction supply chain modeling: issues and perspectives. Construction supply chain management handbook, 1.
  • 4. Ballard, H. G. (2000). The last planner system of production control (Doctoral dissertation, University of Birmingham).
  • 5. Berner, F., Hermes, M., Lange, S., & Graeser, D. (2016). Lean Construction in the logistics of underground and road construction Optimization of construction in constricted conditions. BAUINGENIEUR, 91, 166-171.
  • 6. Brydon-Miller, M., Greenwood, D., & Maguire, P. (2003). Why Action Research?.
  • 7. Cárdenas, L. F. A., & Armiñana, E. P. (2009). Un nuevo enfoque en la gestión: la construcción sin pérdidas. Revista de Obras Públicas, 46.
  • 8. Choma, J., Zaina, L. A., & Da Silva, T. S. (2015, September). Towards an Approach Matching CMD and DSR to Improve the Academia-Industry Software Development Partnership: A Case of Agile and UX Integration. In Software Engineering (SBES), 2015 29th Brazilian Symposium on (pp. 51-60). IEEE.
  • 9. Coughlan, P., & Coghlan, D. (2002). Action research for operations management. International journal of operations & production management, 22(2), 220-240.
  • 10. Dave, B. (2017). Business process management–a construction case study. Construction Innovation, 17(1), 50-67.
  • 11. Dave, B., Kubler, S., Främling, K., & Koskela, L. (2016). Opportunities for enhanced Lean Construction management using Internet of Things standards. Automation in Construction, 61, 86-97.
  • 12. Eastman, C. M., Eastman, C., Teicholz, P., & Sacks, R. (2011). BIM handbook: A guide to building information modeling for owners, managers, designers, engineers and contractors. John Wiley & Sons.
  • 13. Egan, J. (1998). Rethinking construction, construction task force report for department of the environment, transport and the regions. ed: HMSO, London.
  • 14. Eshtehardian, E., Ghodousi, P., & Bejanpour, A. (2013). Using ANP and AHP for the supplier selection in the construction and civil engineering companies; case study of Iranian company. KSCE Journal of Civil Engineering, 17(2), 262-270.
  • 15. Fagundes, L. D., Amorim, E. S., & da Silva Lima, R. (2017). Action research in reverse logistics for end-of-life tire recycling. Systemic Practice and Action Research, 30(5), 553-568.
  • 16. Farooq, S., & O'Brien, C. (2015). An Action Research methodology for manufacturing technology selection: a supply chain perspective. Production Planning & Control, 26(6), 467-488.
  • 17. Gutierrez, D. M., Scavarda, L. F., Fiorencio, L., & Martins, R. A. (2015). Evolution of the performance measurement system in the Logistics Department of a broadcasting company: An Action Research. International Journal of Production Economics, 160, 1-12.
  • 18. Haj-Bolouri, A., Bernhardsson, L., & Rossi, M. (2016). PADRE: A Method for Participatory Action Design Research. In Tackling Society's Grand Challenges with Design Science: 11th International Conference, DESRIST 2016, St. John’s, NL, Canada, May 23-25, 2016, Proceedings 11 (pp. 19-36). Springer International Publishing.
  • 19. Harvey, M. (2003). Privatization, fragmentation and inflexible flexibilization in the UK construction industry. Building chaos: An international comparison of deregulation in the construction industry, 188-209.
  • 20. Henrich, G., Tilley, P., & Koskela, L. (2005). Context of production control in construction.
  • 21. Herranz Limon, D. (2015). Measuring Lean Construction-A Performance Measurement model supporting the implementation of Lean practices in the Norwegian construction industry (Master's thesis, NTNU).
  • 22. Hjalmarsson, A., Rudmark, D., & Lind, M. (2010). When designers are not in control–experiences from using Action Research to improve researcher-developer collaboration in design science research. Global perspectives on design science research, 1-15.
  • 23. Kagioglou, M., Cooper, R., Aouad, G., & Sexton, M. (2000). Rethinking construction: the generic design and construction process protocol. Engineering, Construction and Architectural Management, 7(2), 141-153.
  • 24. Kaipia, R., Holmström, J., Småros, J., & Rajala, R. (2017). Information sharing for sales and operations planning: contextualized solutions and mechanisms. Journal of Operations Management.
  • 25. Kymmell, W. (2007). Building Information Modeling: Planning and Managing Construction Projects with 4D CAD and Simulations (McGraw-Hill Construction).
  • 26. Koch, C. (2005). Failures in combined knowledge and material supply chains. In International Engineering Management Conference. IEEE.
  • 27. Kolb, D. A. (1984). Experience as the source of learning and development Prentice-Hall. Englewood Cliffs.
  • 28. Koskela, Lauri (1992). Application of the New Production Philosophy to Construction. Center for Integrated Facility Engineering, Stanford University, USA.
  • 29. Kumaraswamy, m. m. (1999). Profiting from harmony—in construction procurement and management. Profitable Partnering in Construction Procurement, 85-92.
  • 30. Latham, M. (1994). Constructing the team: final report: joint review of procurement and contractual arrangements in the United Kingdom construction industry. HMSO Books.
  • 31. Laufer, A., & Tucker, R. L. (1987). Is construction project planning really doing its job? A critical examination of focus, role and process. Construction Management and Economics, 5(3), 243-266.
  • 32. McGrath, R. G. (2001). Exploratory learning, innovative capacity, and managerial oversight. Academy of management journal, 44(1), 118-131.
  • 33. McManners, P. (2016). The Action Research case study approach: A methodology for complex challenges such as sustainability in aviation. Action ResearchAction Research, 14(2), 201-216.
  • 34. Paim, R., Mansur Caulliraux, H., & Cardoso, R. (2008). Process management tasks: a conceptual and practical view. Business Process Management Journal, 14(5), 694-723.
  • 35. Ponz Tienda, J. L., Benlloch Marco, J., Andrés Romano, C., & SENABRE, D. (2011). Un algoritmo matricial RUPSP/GRUPSP" sin interrupción" para la planificación de la producción bajo metodología Lean Construction basado en procesos productivos. Revista de la Construcción, 10(2), 90-103.
  • 36. Rydenfält, C., Larsson, P. A., & Odenrick, P. (2017). An action-oriented method for interprofessional organization development at a hospital operating unit. Action ResearchAction Research, 15(2), 177-197.
  • 37. Sacks, R., Radosavljevic, M., & Barak, R. (2010). Requirements for building information modeling based Lean production management systems for construction. Automation in construction, 19(5), 641-655.
  • 38. Sarhan, S., & Fox, A. (2012). Trends and challenges to the development of a Lean culture among UK construction organisations'. In Proceedings for the 20th Annual Conference of the IGLC (pp. 1151-1160).
  • 39. Sarkar, S., Lakha, V., Ansari, I., & Maiti, J. (2017). Supplier Selection in Uncertain Environment: A Fuzzy MCDM Approach. In Proceedings of the First International Conference on Intelligent Computing and Communication (pp. 257-266). Springer Singapore.
  • 40. Stević, Ž., Pamučar, D., Vasiljević, M., Stojić, G., & Korica, S. (2017). Novel Integrated Multi-Criteria Model for Supplier Selection: Case Study Construction Company. Symmetry, 9(11), 279.
  • 41. Sunding, L., & Odenrick, P. (2010). A method for Action Research interventions to improve joint problem solving in operational teams in the Swedish construction industry. Qualitative Research in Accounting & Management, 7(1), 97-123.
  • 42. Tamošaitienė, J., Zavadskas, E. K., & Turskis, Z. (2013). Multi-criteria risk assessment of a construction project. Procedia Computer Science, 17, 129-133.
  • 43. Tamošaitienė, J., Zavadskas, E. K., Šileikaitė, I., & Turskis, Z. (2017). A novel hybrid MCDM approach for complicated supply chain management problems in construction. Procedia Engineering, 172, 1137-1145.
  • 44. Teicholz, P., Goodrum, P. M., & Haas, C. T. (2001). US construction labor productivity trends, 1970–1998. Journal of Construction Engineering and Management, 127(5), 427-429.
  • 45. Tezel, B. A. (2011). Visual management: an exploration of the concept and its implementation in construction (Doctoral dissertation, Salford: University of Salford).
  • 46. Tezel, A., Koskela, L., & Aziz, Z. (2017). Current condition and future directions for Lean Construction in highways projects: a small and medium-sized enterprises (SMEs) perspective. International Journal of Project Management.
  • 47. Urueña, J. F. C. (2011). Modelos de Integración de la Gestión de la Cadena de Suministro en el Sector de la Construcción. Dirección y Organización, (43), 51-63.
  • 48. van Aken, J., Chandrasekaran, A., & Halman, J. (2016). Conducting and publishing design science research: Inaugural essay of the design science department of the Journal of Operations Management. Journal of Operations Management, 47, 1-8.
  • 49. Wheelan, S. A. (2014). Creating effective teams: A guide for members and leaders. Sage Publications.
  • 50. Wolstenholme, A., Austin, S. A., Bairstow, M., Blumenthal, A., Lorimer, J., McGuckin, S., ... & Guthrie, W. (2009). Never waste a good crisis: a review of progress since Rethinking Construction and thoughts for our future.
  • 51. Yin, R. K. (2014). Case study research: Design and methods.
  • 52. Zavadskas, E. K., Vainiūnas, P., Turskis, Z., & Tamošaitienė, J. (2012). Multiple criteria decision support system for assessment of projects managers in construction. International Journal of Information Technology & Decision Making, 11(02), 501-520
  • 53. Zolfani, S. H., Chen, I. S., Rezaeiniya, N., & Tamošaitienė, J. (2012). A hybrid MCDM model encompassing AHP and COPRAS-G methods for selecting company supplier in Iran. Technological and economic development of economy, 18(3), 529-543.